Category Archives: collaboration

Making Lists: Arbitrary, but useful, way of focusing

I do a lot of trainings and workshops for Boulder Digital Works. One of the trademarks of all the BDW programs is immersion and interaction. Every day, we try to have breakout sessions where people work together to solve a problem, figure something out, or brainstorm ideas. Then they report back to the larger group. One of the tricky pieces about breakout sessions and reports is that they can turn into simple reports of what the group talked about, simply capturing all the ideas that came up. That’s great if you’re looking to generate ideas, but if you’re trying to get groups to think differently, or try out new ideas and frameworks for thinking about things, or tee up conversations that help to figure out priorities, this can be a little loose.

I’ve recently started working constraints into breakouts. Remembering the Steve Jobs line about focus:

People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of many of the things we haven’t done as the things we have done.

In that spirit, a lot of breakouts I do ask groups to “to pick the top 3 things” or “choose one action in each of these three areas”.

Making lists create interesting dynamics that can create self-awareness, force people to expose their logic and thinking, and highlight otherwise overlookable differences between two groups.

The NY Times recently did an exercise in which music critics tried to figure out the 10 most important classical music composers of all time. In an area as snobby as classical music, there was a wonderful self-awareness of how ridiculous these kinds of exercises are, (see Dead Poets Society clip: “I like Byron, I give him a forty-two, but I can’t dance to it.”) while still embracing the fun of the conversation. Sports fans love to do make lists and baseball statistics nuts will argue endlessly about the tenth spot in a top ten list for greatest second basemen. Rob Fleming, owner of Championship Vinyl in High Fidelity has lots of memorable lists — though the nature of the list was usually funnier and more interesting than the list itself.

Still, lists can be fun and useful. Check out the NY Times greatest composer article to see how they can be fun.

First, the self-awareness of the silliness and the value of the exercise:

I began this project with bravado, partly as an intellectual game but also as a real attempt to clarify — for myself, as much as for anyone else — what exactly about the master composers makes them so astonishing. However preposterous the exercise may seem, when I found myself debating whether to push Brahms or Haydn off the list to make a place for Bartok or Monteverdi, it made me think hard about their achievements and greatness.

Wrestling with the difficult choice of numbers 2 and 3, the question was who comes out on top, Mozart or Beethoven?

The obvious candidates for the second and third slots are Mozart and Beethoven. If you were to compare just Mozart’s orchestral and instrumental music to Beethoven’s, that would be a pretty even match. But Mozart had a whole second career as a path-breaking opera composer. Such incredible range should give him the edge.

Still, I’m going with Beethoven for the second slot. Beethoven’s technique was not as facile as Mozart’s. He struggled to compose, and you can sometimes hear that struggle in the music. But however hard wrought, Beethoven’s works are so audacious and indestructible that they survive even poor performances.

This sounds remarkably like the Babe Ruth Barry Bonds debate the SABREMetrics folks did. The numbers for Bonds are ahead of Ruth’s (and longer), but Ruth was a pitcher, and even pitched in the World Series.

An interesting note how even setting the parameters can change the tenor of the discussion:

I’m running out of slots. In some ways, as I wrote to one reader, either a list of 5 or a list of 20 would have been much easier. By keeping it to 10, you are forced to look for reasons to push out, say, Handel or Shostakovich to make a place for someone else.

His top five, in order, were Bach, Beethoven, Mozart, Schubert, Debussy, at which point the next five got tricky.

In ranking the “dynamic duo of 19th century opera”, character came into the equation in terms of who comes out on top:

But who ranks higher? They may be tied as composers but not as people. Though Verdi had an ornery side, he was a decent man, an Italian patriot and the founder of a retirement home for musicians still in operation in Milan. Wagner was an anti-Semitic, egomaniacal jerk who transcended himself in his art. So Verdi is No. 8 and Wagner No. 9.

And when he got to number 10, he faced the problem of all the people who would never make the list: Haydn, Ligeti (I had never heard of him, so there’s another great thing about list-making, even the exclusions help you learn), Messiaen, Shostakovich, Ives, Schoenberg, Prokofiev, Copland, and Monteverdi . . . all in favor of Bartok

Make lists, force priorities and hard choices and get people to explain them. Lots to learn, lots of spirited conversation.

Collaboration and sharing ecosystem

Over the last year, I’ve become a huge fan of Evernote(*). It’s part of my collaborative ecosystem. This video from Aviary.com has a nice scenario for how people are connecting the dots with a cloud-based tool like Evernote pulling it together. Only 0:46. Also, I like how the whiteboard is used as a giant notepad on the table:

(Evernote started as a web clipping service and has evolved into a cloud-based note-taking, image-saving, freemium service. I’ve used it to take notes, save whiteboard image pictures, start drafts of documents. Still missing: blog connection, DevonPro like free associative search.)

Cognitive Empathy Quotes

“If you can’t give a compelling version of your opponent’s argument, you really haven’t thought through your own position.” – M Gelb

“the ability to hold two opposing ideas in mind at the same time and still retain the ability to function [is] a sign of a first-rate intelligence” – F Scott Fitzgerald

You can’t hire your way out of a problem or into a new business

Two articles come to me today, reminding us that recruiting and hiring is only half (maybe less) of the equation. You need to cultivate talent to win, and A teams often have deep roots with each other and the culture. The first piece is from the Today show of all places and I have no idea why my friend @jpfrenza was there, but he tweeted this piece. It’s a look at where players from the four championship football teams come from — and half of them were drafted (meaning hired right out of college and cultivated, developed, invested in, and trained) as opposed to being traded.

nflplayersource.png

This is hardly scientific (there are no comparisons to the losing teams), there are notable counter-examples (the Yankees, for one (addition: see note below)), and there’s no apparent cause. When @jpfrenza tweeted it, he teed it up as a choice of stealing or growing talent. The author of the article posited that loyalty is what you get out of a draft. There’s also the possibility that teamwork counts for something. (That sheds a light on the Yankee example. They’re pretty successful buying their way into pennant and championship races, but baseball requires less on-field team work than football – maybe.) Unproven, but interesting nevertheless.

But this morning, a news alert at work points me to a Business Week interview with Martin Sorrell, CEO of WPP:

When we buy a company, we always think of it as buying the team. Advertising and communications is a people business. Of course, people are cyclical, and partners in a business can change—especially when they become wealthy. We spend about $9 billion annually on people, but we don’t spend enough time evaluating that investment. The conventional wisdom in our business is if you need people, you poach them. The industry will not survive long term unless we change this attitude.

Which reminds me of this from Chairman Jobs, back in 1995 (recently blogged/tweeted/statused from @arainert):

Q. So you think your talent is in recruiting?

SJ. It’s not just recruiting. After recruiting, it’s building an environment that makes people feel they are surrounded by equally talented people and their work is bigger than they are. The feeling that the work will have tremendous influence and is part of a strong, clear vision — all those things.

Recruiting usually requires more than you alone can do, so I’ve found that collaborative recruiting and having a culture that recruits the A players is the best way.

———-

Interesting thought on the Yankees. While their strategy of the last ten years has been to acquire talent and buy their way into a winning team, their strongest, most successful, (and most exciting) years were in the late 90′s – a period when much, much more of their talent came from their farm system.

Chairman Jobs on teams, A players, and priorities

An oldie, but an enduringly good one, Business Week interviews Steve Jobs about how he did what he did at Apple and Pixar.

On the need to think teams:

No major work that I have been involved with has been work that can be done by a single person or two people, or even three or four people. Some people can do one thing magnificently, like Michelangelo, and others make things like semiconductors or build 747 airplanes — that type of work requires legions of people. In order to do things well, that can’t be done by one person, you must find extraordinary people.

The difference between A people and B people can vary from 2:1 to 500:1, depending on the field, so while it’s always good to get the A players, some times it’s critical.

Given that, you’re well advised to go after the cream of the cream. That’s what we’ve done. You can then build a team that pursues the A+ players. A small team of A+ players can run circles around a giant team of B and C players. That’s what I’ve tried to do.

You recruit A talent not with recruiters or even key players, you do it with the whole company and its culture:

After recruiting, it’s building an environment that makes people feel they are surrounded by equally talented people and their work is bigger than they are. The feeling that the work will have tremendous influence and is part of a strong, clear vision — all those things. Recruiting usually requires more than you alone can do, so I’ve found that collaborative recruiting and having a culture that recruits the A players is the best way.

No manager should consider himself too busy to recruit (and keep top talent):

Assume you’re by yourself in a startup and you want a partner. You’d take a lot of time finding the partner, right? He would be half of your company. Why should you take any less time finding a third of your company or a fourth of your company or a fifth of your company? When you’re in a startup, the first ten people will determine whether the company succeeds or not.

Great stuff. I only wish there were more about the culture and understanding team moments.

Designing an HTML tag . . . is actually fascinating

I’m getting up to speed on the upcoming tech wave by reading the finally published “HTML5 Up and Running”, by Mark Pilgrim. That sentence just feels sad (though necessary), but the first chapter of the book is really, really interesting. In a section titled “A Long Digression into how Standards Are Made”, Pilgrim walks us through a three week email thread that covers the origin and (pretty much) final resolution of the IMG tag.

The thread begins on February 25, 1993, with Marc Andreesen writing:

I’d like to propose a new, optional HTML tag:

Required argument is SRC=”url”.

This names a bitmap or pixmap file for the browser to attempt to pull over the network and interpret as an image, to be embedded in the text at the point of the tag’s occurrence.

An example is:

<IMG SRC=”file://foobar.com/foo/bar/blargh.xbm“>

(There is no closing tag; this is just a standalone tag.)

This tag can be embedded in an anchor like anything else; when that happens, it becomes an icon that’s sensitive to activation just like a regular text anchor.

Browsers should be afforded flexibility as to which image formats they support. Xbm and Xpm are good ones to support, for example. If a browser cannot interpret a given format, it can do whatever it wants instead (X Mosaic will pop up a default bitmap as a placeholder).

This is required functionality for X Mosaic; we have this working, and we’ll at least be using it internally. I’m certainly open to
suggestions as to how this should be handled within HTML; if you have a better idea than what I’m presenting now, please let me know. I know this is hazy wrt image format, but I don’t see an alternative than to just say “let the browser do what it can” and wait for the perfect solution to come along (MIME, someday, maybe).

Let me know what you think………

Cheers,
Marc


Marc Andreessen
Software Development Group
National Center for Supercomputing Applications
marca@ncsa.uiuc.edu

For the next three weeks, a number of programmer types, including Tim Berners-Lee, discuss a whole range of ideas for how this much-needed tag should be developed. It’s worth a read or two, since it highlights several open source, design, and software dynamics. Even in the note above you see a bunch of things:

  • The presence of shared, common language. One of the hardest things about organizations where teams are important is building a common vocabulary. Actually, it’s less about the vocabulary and more about building a precise understanding of what the words in the vocabulary mean. In my job, even the word ‘app’ can have too precise a meaning (iPhone or iPad app) or too loose (anything on the web that isn’t pure messaging or might contain a button). The thread started with the note above is remarkable for its precise, simple language and writing styles which conform to the expectations of other while personalities and passions still come through.
  • The idea is presented with a clear rationale, an awareness of its shortcomings, and a genuine openness to improvement and realization that something may have been missed. The thread goes on to propose some very different approaches to how to mark up images, and Andreesen ultimately sticks to his initial proposal but leaves things open to a better evolution saying “we’re not prepared to support [a different approach] at this point” and that specifics will be in place “for the time being.”
  • The conversation has a mix of ideal principles and the need to ship and finds a balance. More important, the decision-maker(s) are aware of the balance and compromise. Intel has an internal mantra that people need to “disagree, but commit” to the imperfect, different, or inferior solution that wins the day. Too often, that “commit”ment can turn into group-think that forgets that the decision needs to be revisited, involved necessary compromises, or creates serious problems elsewhere. Everyone on this thread is aware and keeps track of the issues that are left open or created while other issues are closed.
  • The thread operated comfortably and, again, in a self-aware fashion, at many altitudes. Tim Berners-Lee talked about user confusion while supporting the theoretical superiority of INCLUDE (a tighter, more pure, but more time consuming approach), another person suggests “maybe we should think about a general-purpose procedural graphics language” (let’s acknowledge that markup languages are not up to this and rethink the whole thing), while others tweak the proposed structure of the tag.
  • There is very little preciousness — about ideas, implementations, territory, intellectual/engineering integrity — to be found. I’ve worked with engineers, and written code myself, for almost a dozen years, and was surprised to the point of shocked to see how matter of fact, and yet rigorous, a group of programmers could be, especially on a medium (email) that was at the time new and where etiquette was still evolving.

    The book is worth a read and this chapter is really illuminating.
    You can view the Andreesen post and click through the thread here.